Factors of success in the change management process of IT programs

Abstract

PurposeThe purpose of the article is to identify the factors of the success of the change management process in IT programs.Design/methodology/approachThe article presents the results of quantitative research conducted among 221 managers involved in the process of IT program management. In addition, to achieve the assumed goal, a factor analysis and cluster analysis were carried out on the basis of which a model of the relationship between success determinants and the change management process in the IT program was built.FindingsNine factors significant for the change management of IT programs have been identified. What is more, they illustrate 78.23% of all significant variables that may occur and significantly affect the success of the IT change program. In addition, it was indicated which factors have a significant impact on achieving the success of the program in individual sub-processes of the course of change.Research limitations/implicationsThe article identified 38 variables determining the success of an IT program as a result of a literature review. Secondly, the article responds to the call of Teubner (2018) for IT programs and Vuorinen and Martinsuo (2018) for programs of change.Originality/valueThe article complements the current theory with identified factors of success in the change management process in IT programs. In addition, the article presents recommendations for managers regarding the importance of the identified factors and their impact on the success of the program.

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“…Hence, there is a need to maintain close alignment with the dynamic organization's strategy, both at the program level (Martinsuo, Hoverfält, 2018) and its component projects (Rijke et al, 2014). Secondly, a program should establish a functioning environment that is both robust and sufficiently adaptable to deal with frequent, sometimes radical changes in its boundaries (Trzeciak, 2023a). Therefore, it is essential to ensure an effective flow of feedback from programs to those responsible for the strategy (Turkulainen et al, 2015).…”

“…program governance and its role in the context of corporate governance first requires examining what program management means in practice. A program, in the context of management, is a collection of related projects and activities(Shao, Müller, 2011) that are coordinated to achieve specific benefits (Fernandes, O'Sullivan, 2021) and strategic goals(Miterev et al, 2020), which exceed the capabilities of a single project or generate benefits greater than those arising from the capabilities of individual projects(Trzeciak, 2023a). Key to the effectiveness and success of such a program is the environment in which it operates, encompassing both internal and external aspects.The ISO 21500 standard, offering a framework for project management, emphasizes the importance of understanding the project environment both in its internal and external context(Stellingwerf, Zandhuis, 2013).…”